Instructions

1. Mission

Enable users to achieve goals through technology services and solutions

2. Description

Please describe concisely the following characteristics of your unit. Feel free to use both narrative and quantitative information.

Purpose

Functions or services

Clientele(s)

Value of your services to the clientele(s), the Colleges, and the District

Organizational structure and number of personnel by function

Annual budget by object code for the last three years

Hours of operation, location, and other pertinent service characteristics

Significant changes, if any, since the last program review

The Administrative Systems group provides planning, implementation, development, support and management services to a wide range of people within the District in support of District-wide software systems. These systems include such applications as Colleague (the student information system), SARS (for student tracking), ImageNow (for document scanning and electronic storage), EIS (for executive reporting), WebAdvisor (for on-line data access) as well as a number of other smaller associated applications. This group provides value to its constituencies by ensuring they maximize productivity achieved from use of District software assets and ensure those assets work together synergistically.

The group is comprised of 9 staff positions headed by the Director of Administrative Applications Systems in District Computing Services:

Note: Two new positions are in the works in being approved for hiring for 2013-2014

Systems Analyst (2): Preforms the necessary investigation, research and analysis to provide management, technical personnel and end users with the information and specifications required to select, configure and operate computer systems and applications.

Data Analyst (1): Performs a variety of complex technical work related to the interpretation, maintenance and reporting of data; coordinates, maintains and facilitates the District wide processes and reporting of data to State and federal agencies and other approved external agencies.

User Liaisons (2): Performs as liaisons between non-technical users of the Administrative Systems and technical staff to maximize utilization of systems and provides direct user support focusing on help desk ticket resolution and training.

The Administrative Application Systems group is organized into three teams to improve resource management to the key areas of support: Operations, Mandates/Reporting and Special Projects.

Operations: The Operations team is comprised of a Senior Programmer/Analyst (1), Systems Analyst (1) and User Liaison (1). Their responsibilities are to organize and process incoming helpdesk tickets, and work on projects that are less than 40 hours and less than $5000.

Mandates/Reporting: This team is comprised of a Senior Programmer/Analyst (1), and Data Analyst (1). Their responsibilities are to work on projects and tasks that are federal and/or state mandated.

Special Projects: This team is comprised of a Senior Programmer/Analyst (1), Systems Analyst (1) and User Liaison (1). Their responsibilities are to organize and process project requests that are 40+ hours and/or $5000+.

The Administrative Application Systems group is housed in the District Annex building at 441 West 8th Street in San Bernardino. Normal working hours are 8am to 5pm with some allowance for flex time between 7am and 5:30pm as individually requested.

Significant Changes:

The Director of Administrative Applications Systems is currently an interim appointment, and is currently being hired.

To better manage and assign resources, the Administrative Applications Systems group was re-structured into Operations, Mandates/Reporting and Special Projects. As part of this restructuring:

The previous Programmer position was replaced with a System Analyst to fill a Operations resource need; which is still vacant at this time.

Two additional Senior Programmer/Analyst positions are going up for approval in 2013; which are being added to fill the needed resources for Operations and Special Projects.

The previous Database Administrator position has been re-organized to fall under Technical Services, but still interacts with each Administrative Application Systems team. However, the position is still vacant.

To improve project management, a new project prioritization workflow has been designed and implemented. This new process requires projects to be requested, chartered and be (re)prioritized 4 times a year (every 3 months).

The Resource25 project was put on hold pending a Business Process Analyst (BPA) of the Instructional and Administrative Services in creating sections and scheduling events. This BPA was preformed in December 2012, and is being reviewed by the colleges as the first steps in re-starting the implementation of Resource25.

Datatel has now merged with parts of Sungard, and have been renamed 'Ellucian'.

We have successfully migrated our single colleague server to two new severs. With this implementation, we now have the development and test environments housed at the Crafton location and the production environment house at the Valley location. Each server serves as backup's to each other, in case of a disaster. Also, our necessary server maintenance downtime has been reduced to 1 hour Monday morning. However, there is still some process maintenance that keeps the server down nightly (12:00 AM to 6:00 AM).

Both student and employee Active Directory accounts are now synched with colleague and allows users to be able to reset their passwords via WebAdvisor.

3. Outcomes and Other Measures of Effectiveness

Identify at least one essential measure of effectiveness for each major operation of the unit. (See Effectiveness Measurement Guidelines and Examples.)

Include at least one baseline measure or measure of progress on a well-defined outcome.

Include at least one measure showing effectiveness in responding to the Colleges’ needs.

For each measure, identify the assessment method you used.

Please summarize the results of the measures you have applied. If results showing trends over time are available, please report them.

Since this is a new measure, nothing has been applied. However, we have actively been correcting local error reports and defining new error reports to catch errors that would later have been reported by the state when we submitted our submission.

Special Projects: Increase the amount of successfully implemented projects in a prioritization cycle.

Measure of Effectiveness:

Increase in the number of successfully implemented projects in a prioritization cycle.

Measure baseline:

Cycle: Spring 2012 – Submitted: 0, Project Queue: 1, Completed: 0

Cycle: Summer 2012 – Submitted: 4, Project Queue: 5, Completed: 0

Cycle: Fall 2012 – Submitted: 5, Project Queue: 10, Completed: 0

Cycle: Winter 2012 – Submitted: 1, Project Queue: 11, Completed: 0

Assessment Method:

Track the number of submitted projects in a prioritization cycle.

Track the number of completed projects in a prioritization cycle.

Track the number of projects in the queue in a prioritization cycle.

Summarize the results of what you have applied:

The project prioritization process has only been in place since Summer 2012. Since that time, we have had 3 full prioritization cycles and have not completed any projects. Due to resource re-assignment of the team’s senior programmer/analyst to interim director and the need to hire of a new System Analyst has impacted any functional progress on special projects.

4. External Opportunities and Challenges

Describe any external opportunities that might lead to unit improvement over the next three to five years.

Describe any external challenges (e.g., legal requirements, budgetary constraints) that might limit operations or improvement over the next three to five years.

Opportunities:

Ellucian's Colleague SQL platform: The Colleague software is designed to run on UniData, SQL Server, and Oracle databases. SQL and Oracle are relatively new offerings. It is currently installed on UniData at SBCCD which is a mature, stable, architecture. Oracle is an extremely pricey solution. SQL Server provides more native reporting services which translates to easier to use services and is becoming a stable enough platform that other colleges have considered moving to. Moving to SQL would bring the database in-line with more current state of the art technologies.

Hosting 3CDUG: Ellucian provides credits to institutions willing to host user group conferences. Hosting a conference also raises awareness of an institution and gives staff a chance to attend and meet peers without charge.

Regional training on our site (delivered by DCS or Ellucian): Ellucian will provide regional training at SBCCD facilities and provide free attendance for local staff. It would be possible also for our staff to deliver training to other local institutions with benefits of potential revenue and peer discussions.

Have DCS staff present at DUG or 3CDUG: Presenting at conferences builds confidence, involves people in new ways in their jobs, and provides new reasons for interfacing with peers. (Carol Hannon presented for 3CDUG in January 2012 and February 2013)

New software installation/implementations: New software is available that would enhance user productivity and reduce, or eliminate, custom applications. These include:

Ellucian's Portal.

Ellucian's Colleague Module for Human Resources.

Ellucian's Colleague Module for Payroll.

Re-implementation of Resource25/Schedule25

Re-development of the Executive Information Reporting System (EIS)

Replace existing CCCApply with California Community College Open Application System (OpenCCCApply)

Perceptive Software's ImageNow for Fiscal Services

Reaching or communicating with our constituencies through new technology: Akin to #5 above, this opportunity extends to watching for emerging technologies or extending existing technologies in new ways, in order to gain efficiencies and/or capabilities currently not available.

Challenges:

Ellucian's Colleague SQL platform: While moving to a SQL platform could provide advantages to the current Ellucian's Colleague platform (UniData) it would present a significant challenge in required staff re-training (user and technical) as well as significant hard and soft costs associated with the move. This should be scheduled to occur over the next 5 years so as to keep it manageable within existing resources and costs spread out over multiple years.

Integration with external systems: We currently have a large number of external systems which require regular data exports and imports (from and to Colleague). This introduces significant management, development and maintenance problems.

Centralized/standardization of similar processes at like departments on both campuses: Because the colleges do not always do things in the same ways, implementations of like functions in software systems are not always straight forward or easy. Managing those differences on an ongoing basis can be extremely challenging.

Software updates and changes by vendors: All software must be periodically patched due to software corrections for bugs as well as changing requirements and functionality. Many issues can arise from installation of these patches and must be addressed through well-structured processes and methodologies.

User acceptance of vanilla software: Most commercial software has perceived issues in functionality or presentation from users and these issues may be different for each user or user group. Implementation of applications district-wide therefore, requires a critical review of all customization requests allowing only those with sufficient justification. The more customizations there are, the more support resources are required. Thus, challenges include political issues in managing requests and resource issues in managing customizations implemented.

New software installation/implementation: The District continues to purchase software solutions and take on operation projects needing software changes and additions without regard to technology staffing and funding. (With the implementation of project prioritization, this has lessoned, but it still continues to be a challenge.)

Budget constraints: The current budgetary climate within California is bleak and anticipated to continue this way for some time to come. The challenge is to maintain a viable infrastructure, keep up with software and training needs and increase staffing in this climate.

Identifying/creating/maintaining power users at the campuses: This can be a challenge from start to finish including identifying people with right skills sets or potential, management buy-in, training, issues with employee retention and union contract issues.

Federal and State Regulations: Many times regulations are published with little clarification and with random changes up to, and after, published due dates. Others issues include interpretation of rules and identifying, and engaging the right people at District sites.

Reaching or communicating w/our constituencies through new technology: While more technology comes on line every year, and new methods of communication are introduced through technology, it takes time and resources to review, learn, purchase, implement and train on these technologies.

Help Desk: Tickets continue to grow. Current staff are not able to manage those assigned to them. More staffing would assist. Also, none of the help desk solutions tried in the past have been perceived as acceptable. A new help desk setup internally would significantly help but would also cost the most to implement at a level consistent with constituent expectations.

Ability to hire qualified staff: After fighting to get the backing to hire additional staff, our inability to find and keep qualified staff, due to old job descriptions and lower pay than other institutions, for any position appears to be a significant problem.

5. Analysis and Evaluation

Analyze the implications of the assessment results and external factors for your unit.

In light of your analysis, what are your unit’s main strengths?

In light of your analysis, what are your unit’s main weaknesses?

Our Strengths: Courteous, Helpful, Accommodating and Meticulous

Feedback from users shows that the Administrative Systems group is overall courteous, helpful and accommodating. Users know that if they call and get any staff member, they will be courteous and accommodating to them, in resolving there issues or answering their questions.

Staff is meticulous in providing accurate and functional resolutions to every users request or issue.

Our available staff resources are over taxed, and the need to accommodate ad hoc user requests and issues personally, decreases the time it takes to work on any large scale projects and issues.

Our inability to provide sufficient resources to any large implementation creates a perception of slow projects, little or no communication to constituents and disorganization. These perceptions lead users not to trust any new products, as they are not well implemented with every constituents buy-in.

Our over accommodating nature, encourages user dysfunctions in learning and using new technology. Because of this, resources such as the helpdesk and online resources are discouraged by users inhibiting any means of increasing non-staff resources.

7. Impact on the Colleges and the District

Describe the most significant relationships with other District operations and College operations.

What major impact does your unit have on them?

.What major impact do they have on your unit?

How do your mission, vision, and goals contribute to the Board Imperatives and the District and/or College mission, vision, strategic directions, and/or goals?

Relationships with District and Campus Operations:

In general for both District and Campuses, we service and support the existing enterprise applications including security management, database and patch administration, software issue resolutions, data corrections, training, reporting, technical process executions, project management, and others.

Our impact on the colleges and district:

Our services and support is critical to ensure the District, as a whole, is able to meet state and federal mandates for data collections and reporting.

Project management and Implementation of New system and sub-systems are critical to ensure new and changing institutional programs have the right technology resources at the right time.

Customer services are delivered throughout the District and impact all constituencies either directly or indirectly. Failure to deliver services will cripple district offices’ ability to function coherently.

Colleges and District impact on us:

User offices and DCS develop functional relationships that allow DCS staff to provide technical assistance to office staff. At the same time, DCS looks to office staff and management to provide information regarding current, and new, processes to help in system management.

District workgroups and advisory teams review, recommend and provide information to help in the system management of new and existing administrative systems.

We deliver and manage web-based solutions that provide self-service information and data related to District and campus operations and services for use by the District, the community and the world.

Resource Management for Efficiency, Effectiveness and Excellence

We provide and support systems allowing data management and data sharing between students and campus support departments (A&R, Counseling, Financial Aid, Finance, etc).

We make ourselves available to serve in the capacity of business analysts, consultants in technology best practices, project managers and subject matter experts, as needed, in support of district and campus operations. This can involve technology systems management, data management, and process analysis and management.

Enhanced and Informed Governance and Leadership

Close collaboration with campus departments via workgroups and advisor teams in identification, design, implementation, and support of systems used to manage academic and administrative data.

8. Other Pertinent Information

Include here any other information you regard as necessary for a full understanding of your unit.

None

9. Goals, Objectives, Action Plans, and Resource Requests

Goals (with priority rank) over the next three years

Objectives (with priority rank) under each Goal

Principal Activities under each Objective, if available

Timeline for completion of each Activity or Objective

Person responsible for ensuring completion of each Activity or Objective

Progress on or achievement of a given Goal or Objective does not necessarily require additional resources. For Goals and Objectives that do require resources, enter the following information:

Resources required to achieve Goals and Objectives over the next three years, with description and rationale for each

Identification of associated Goals or Objectives

Type of Resource

Expenditure Category

One-time/Ongoing

Estimated annual cost (or savings) for the next three years

1 - Goal - Employee Maintenance

This goal relates to the maintenance of employee job satisfaction, ability to perform job functions, and overall departmental operations efficiencies.

Priority Rank:

1

Objectives:

1.1 - Objective - Fill current vacant positions.

Priority Rank:

1

Start Date:

03/01/2013

End Date:

09/01/2013

Responsible Person:

Hiring Manager & Human Resources

Strategic Direction:

None

Impact Type:

-- Pick One --

Resource Requests:

1.1.r1 - Overtime Budget

Description

Need funding to pay current staff overtime to fill vacant positions tasks, that require more than a 8 hour work day.

Rationale

To keep services and support functional while we hire vacant positions, an identified overtime budget resource will allow us to fill some of the vacant position tasks with existing staff. Normally, funding will be from the vacant position(s).

This funding will have to continue until, at least, the positions are filled.

Resource Type:

One-time

Expenditure Category:

Personnel

First Year Cost/Savings:

$100,000.00/$0.00

Second Year Cost/Savings:

$100,000.00/$0.00

Third Year Cost/Savings:

$100,000.00/$0.00

1.1.r2 - Training Budget

Description

For newly hired employees, there will be a need providing training to bring them up to speed.

Rationale

Some of the training could be done in house, but utilizing vendor training classes will provide a more through training experience.

Resource Type:

One-time

Expenditure Category:

Personnel

First Year Cost/Savings:

$50,000.00/$0.00

Actions/Activities:

1.1.a1 - Post Vacant Positions

Per approval of the hiring manager, Human Resources will post the vacant positions. First internally, then externally.

Vacant Positions:

Director, Administrative Application Systems

System Analyst

Senior Programmer / Analyst

Senior Programmer / Analyst

Start Date:

03/01/2013

End Date:

04/01/2013

Responsible Person:

Hiring Manager & Human Resources

1.1.a2 - Hire Short-Terms/Substitutes for Vacant Positions

To fill the vacant positions during the hiring process, attempts need to be made to hire short-term/substitutes to fill those positions. If positions can't be filled with temporary personal, then overtime will be necessary to still preform necessary tasks.

Start Date:

04/01/2013

End Date:

07/01/2013

Responsible Person:

Hiring Manager & Human Resources

1.1.a3 - Level 1: Committee Interview of eligible applicants

A committee is formed, and is tasked to review the eligible applicants who passed job descriptions minimum qualifications. Committee preforms first level interviews, and recommends applicants to move to level 2 interviews.

The hiring manager interviews the recommended eligible applicants passed by the hiring committee. The hiring manager will forward any decision to Human Resources; which Human Resources will then send follow-up information to applicant(s).

Start Date:

08/01/2013

End Date:

09/01/2013

Responsible Person:

Hiring Manager & Human Resources

1.1.a5 - Train hired staff

Once the vacant positions are filled, then necessary training will need to occur to bring the new employees up to speed.

Our plan is to use our existing 'Microsoft Sharepoint' portal software for the main wiki implementation, and will try to use as many existing or free tools in managing the training resource. However, it is expected that some software will be necessary to optimize resource creation (video trainings, walkthroughs, etc).

Rationale

The district already pays for existing software (Microsoft Sharepoint, Microsoft Office, Adobe Acrobat, Camtasia, etc); however, some of these software is license limited and will require additional licenses for Administrative Application Systems staff to utilize.

Resource Type:

Ongoing

Expenditure Category:

Software

First Year Cost/Savings:

$50,000.00/$0.00

Second Year Cost/Savings:

$5,000.00/$0.00

Third Year Cost/Savings:

$5,000.00/$0.00

2.1.r2 - Training Budget

Description

Some staff will be using software for the first time, and will need to be trained to utilize the software to its fullest in providing content to the Training Resource wiki.

Rationale

Providing training on newly purchased software, will allow staff to fully utilize the software in providing users with the best training resource content.

Resource Type:

One-time

Expenditure Category:

Personnel

First Year Cost/Savings:

$10,000.00/$0.00

Actions/Activities:

2.1.a1 - Create ‘Training Resource’ wiki website

Using our existing SharePoint solution for a district wiki (http://wiki.sbccd.org), create a sub-wiki specifically for 'Training Resources'. This wiki will server as a go-to website that provides multiple methods of training resources.

Start Date:

03/01/2013

End Date:

04/01/2013

Responsible Person:

Director and Web Developer

2.1.a2 - Determine ‘Training Resource’ wiki entry standards

With the main 'Training Resources' wiki (http://wiki.sbccd.org/TrainingResources/) created, proper entry standards need to be decided, so resources can be populated in the wiki.

Start Date:

04/01/2013

End Date:

05/01/2013

Responsible Person:

Director and Operational Staff

2.1.a3 - Populate ‘Training Resource’ wiki

With the wiki available, and entry standards decided, staff must now being to create and/or populate the resources in the wiki.

We need to make sure our teams have the necessary skills for project management. At least, team leaders need to be trained on the project management methodologies, so they can manage projects under there team unit. However, the following positions have already been identified, but could change:

Senior Programmer / Analyst (Mike Tran)

Senior Programmer / Analyst (Joyce Bond)

Senior Programmer / Analyst (Vacant 1)

Senior Programmer / Analyst (Vacant 2)

System Analyst (Vacant 1)

The following team members have already taken the training:

Senior Programmer / Analyst (Cory Brady)

System Analyst (Arlene McGowan)

Rationale

For team leaders to properly manage projects and tasks that their team has been assigned, users will need the training necessary to understand project management methodologies. Without this knowledge, project prioritization and project timeliness will not be possible.

Resource Type:

One-time

Expenditure Category:

Personnel

First Year Cost/Savings:

$20,000.00/$0.00

Actions/Activities:

3.1.a1 - Determine staff that needs training.

We need to make sure our teams have the necessary skills for project management. At least, team leaders need to be trained on the project management methodologies, so they can manage projects under there team unit. However, the following positions have already been identified, but could change:

The team will need to review existing error reports for changes to the changing of submission errors. Also, the team will need to determine any new error reports that need to be created and added to existing processes.

Start Date:

03/01/2013

End Date:

05/01/2013

Responsible Person:

Mandate/Reporting Team

4.1.a2 - Create/modify identified error reports

Once a list of changes and new reports have been identified, these will need to be prioritized and modified/created.

Start Date:

05/01/2013

End Date:

03/01/2014

Responsible Person:

Mandate/Reporting Team

10. Progress Report on Last Cycle's Goals, Objectives, and Actions

Estimate progress to date on each of the last cycle’s Goals, Objectives, and Activities.

Any uncompleted Goals, Objectives, and Activities that are still important should appear in the Goals, Objectives, and Action Plans section above.

1 - Goal - Self Sufficient User Community

Users who are self sufficient and knowledgeable about all ERP apps DCS supports and provides.

Priority Rank:

1

Objectives:

1.1 - Objective - Provide user training

User training is critical to the goal of self-sufficiency. It requires expenditure of both time and money on the part of technology staff and user departments. It requires much thought in the development of training programs to ensure the right content is targeted to the right people at the right time. It requires continual feedback to ensure that on-going training remains current in light of changing work processes. As of April 2012 we don't have a person dedicated to this function. Other ULs are busy with other work. We need someone who can plan, develop and implement a training program.

Priority Rank:

1

Original Start Date:

04/01/2012

Original End Date:

04/01/2016

Revised Start Date:

04/01/2012

Revised End Date:

04/01/2016

Responsible Person:

New Resource

Strategic Direction:

None

Impact Type:

-- Pick One --

Resource Requests:

1.1.r1 - Class setup

Description

Need moveable classroom infrastructure to allow for setting up classes in various venues. This should consist of a switch with at least 16 ports, 15 laptops loaded with all the current administrative and office productivity software, and some form of container system suitable for protecting the hardware. Alternatively, this could be a set of virtual desktops and monitors with a switch that can be set up to a host server for the virtual PCs.

Rationale

In order to satisfy the need for providing training at different sites, for different class sizes, and to ensure people are away from their desks, a movable classroom infrastructure is needed that can be set up in available spaces and take advantage of wireless networking technologies, or single-connect hardwired network outlets where ever they are. Need is for 15 laptops, a switch, and a printer.

Resource Type:

One-time

Expenditure Category:

Equipment

Funded:

No

Funding Source:

N/A

First Year Cost/Savings:

$25,000.00/$0.00

1.1.r2 - Documentation and Training Specialist

Description

Coordinate documentation and training programs for DCS. Work with faculty and staff on campus to determine training and documentation needs.
Develop, plan and assist other staff in delivering training programs on use of administrative systems. Organize and update user documentation to ensure usability by faculty and staff. Assist ULs in maintenance of their work when able.

Rationale

We have no documentation and training specialist position but need one. All of our documentation is old and I suspect much is inaccurate. The ULs don’t have enough time to do this work and everything else they do. They are already behind in handling tickets. This position is primary on maintaining consistency in our file shares and keeping them cleaned. This position is primary on developing and delivering training with UL positions as secondary but necessary. This position would also act as backup on UL issues (tickets and other UL work) as available.

Resource Type:

Ongoing

Expenditure Category:

Personnel

Funded:

No

Funding Source:

N/A

First Year Cost/Savings:

$68,000.00/$0.00

Second Year Cost/Savings:

$69,500.00/$0.00

Third Year Cost/Savings:

$72,000.00/$0.00

Actions/Activities:

1.1.a1 - Develop and deliver training programs

Training will cover major aspects of Datatel, ImageNow, SARS and related systems the group supports. Various training classes will be delivered throughout the year on a schedule as set forth by the group or as needed by the user community. A list of critical training needs will be maintained by the group and classes will then be developed, scheduled, and provided periodically for each need. Classes may be taught using in-person or web-based lecture/lab experiences or provided as a web-based rich media experience (video/flash/etc).

Start Date:

04/01/2012

End Date:

04/01/2016

Responsible Person:

Training and Doc Specialist

Status Code:

Objective was Removed

Progress Description:

Attempts were made to create 'formal training', but re-classification of the User Liaison position was necessary to move forward.

Measurements/Documentation of Progress:

Due to resources to create and maintain 'formal training' requirements, a new direction was decided along with a new team structure.

1.1.a2 - Develop training skills

In order to effectively train others a trainer must develop a basic skill set in teaching modalities and delivery techniques. This is an on-going process requiring a trainer to grow and become better with time and each training engagement.

Start Date:

04/01/2012

End Date:

04/01/2016

Responsible Person:

All Trainers

Status Code:

Objective was Removed

Progress Description:

Attempts were made to create 'formal training', but re-classification of the User Liaison position was necessary to move forward.

Measurements/Documentation of Progress:

Due to resources to create and maintain 'formal training' requirements, a new direction was decided along with a new team structure.

1.1.a3 - Build a training classroom

DCS must build workable classroom environments for small-to-medium class groups that can be available at each supported work site (Valley, Crafton, District and Annex). Most current labs and classrooms at college campuses are not suitable presently because they are on a sub-network that denies access to ERP systems. In addition, ERP client programs are not loaded on these PCs due to security concerns. District and Annex office space generally does not lend itself well to classroom teaching and, if it does, does not contain required technology such as PCs or laptops. DCS should maintain a set of laptops and related technology configured for use as a roving classroom.

Start Date:

07/01/2012

End Date:

04/01/2016

Responsible Person:

Director DCS

Status Code:

Work is Completed

Progress Description:

A mobile laptop cart was purchased to allow for 15 laptops to be transported to any location for training. However, they are only able to access the network, in whichever method is available at the site of the training. For example, no 'wireless' access point was purchased, to allow the laptops to connect via wireless, when a training location has just wired network connections and doesn't have wireless available.

Measurements/Documentation of Progress:

Due to resources to create and maintain 'formal training' requirements, a new direction was decided along with a new team structure; but we will continue to utilize the 'class room' setup for future trainings.

1.1.a4 - Develop other user training resources

Other training opportunities for users need to be explored including, but not limited to: training from vendors, training from external peer groups (other colleges using the software), training from power users (within departments), user group conferences, internal campus peer groups, and on-line forums and list-serves.

Start Date:

04/01/2012

End Date:

04/01/2014

Responsible Person:

Training & Doc Specialist

Status Code:

Objective was Removed

Progress Description:

The need for different training resources was re-purposed to a wiki training resource website.

Measurements/Documentation of Progress:

This objective was removed, and re-added as a 'Wiki Training Resource' objective.

1.2 - Objective - Provide current documentation

User and technical documentation together provide a solid foundation for support and an on-going reference to assist in the learning process after classroom instruction. However, to be usable, documentation must remain current and must be readable. Standardization of documentation formats is recommended to ensure ease of use.

Priority Rank:

3

Original Start Date:

04/01/2012

Original End Date:

04/01/2014

Revised Start Date:

04/01/2012

Revised End Date:

04/01/2014

Responsible Person:

Training & Doc Specialist

Strategic Direction:

None

Impact Type:

-- Pick One --

Actions/Activities:

1.2.a1 - Standardize format

Before developing and updating documentation a standardized format should be developed.

Start Date:

07/01/2012

End Date:

09/30/2014

Responsible Person:

User Liaisons

Status Code:

Work is Completed

Progress Description:

A formal documentation standard was created, and implemented.

Measurements/Documentation of Progress:

We currently utilize the standard.

1.2.a2 - Clean up old documentation

Existing documentation is mostly out of date and not well suited to use in current environments. All existing documentation should be quarantined. Each document can then be reviewed, updated, and placed back into service as time permits. This can only be done with help from the user community.

Start Date:

06/02/2012

End Date:

07/01/2014

Responsible Person:

All

Status Code:

Objective was Removed

Progress Description:

This objective was removed for now.

Measurements/Documentation of Progress:

This objective was removed for now.

1.2.a3 - Web services

Use wikis to provide procedural documentation. Wikis provide more opportunity for collaboration in maintaining process steps than does other types of documentation. In addition, use web services such as Sharepoint to provide a single portal experience for access to diverse document resources.

Start Date:

06/01/2012

End Date:

07/01/2014

Responsible Person:

All

Status Code:

Work is Completed

Progress Description:

The http://wiki.sbccd.org was created, and populated with minimal information.

Measurements/Documentation of Progress:

Fiscal Services is a heavy user of the wiki.

1.2.a4 - Evaluate new technologies to deliver documentation

New technologies are introduced periodically to enhance the learning experience and many involve documentation. These technologies consume resources just for the evaluation process and then more resources for implementation and use if they are selected. However, this is a critical component of currency in technology and support services that can help ensure the colleges are successful in their missions. Identification of these technologies should be open to all and evaluation and selection done by cross-functional and cross-campus teams or committees.

Start Date:

04/01/2012

End Date:

04/01/2014

Responsible Person:

All

Status Code:

Objective was Removed

Progress Description:

This objective was removed for now.

Measurements/Documentation of Progress:

This objective was removed for now.

1.2.a5 - Incentivize use of documentation

Provide incentives to users to use documentation provided and to report updates needed.

Start Date:

07/01/2012

End Date:

04/01/2014

Responsible Person:

User Liaisons

Status Code:

Objective was Removed

Progress Description:

This objective was removed, and re-purposed into 'self-help' resources goal.

Measurements/Documentation of Progress:

This objective was removed, and re-purposed into 'self-help' resources goal.

1.3 - Objective - Publicize provided opportunities

Systems users need to be advised of new and updated systems so they know what is available for use. Training and documentation is useful only after users know things are available and that they might be affected.

Priority Rank:

2

Original Start Date:

05/01/2012

Original End Date:

04/01/2014

Revised Start Date:

05/01/2012

Revised End Date:

04/01/2014

Responsible Person:

Director

Strategic Direction:

None

Impact Type:

-- Pick One --

Actions/Activities:

1.3.a1 - Maintain website

The DCS website should contain current content and links that help users do their jobs effectively and keeps them abreast of work that DCS does to assist them to that end. Maintaining currency and quality of information is critical in the support of employees at all sites.

Start Date:

05/01/2012

End Date:

04/01/2014

Responsible Person:

Director

Status Code:

Work is Completed and Ongoing

Progress Description:

The 'http://tess.sbccd.org' and 'http://wiki.sbccd.org' websites have been created, and content continues to be maintained.

Measurements/Documentation of Progress:

The 'http://tess.sbccd.org' and 'http://wiki.sbccd.org' websites have been created, and content continues to be maintained.

1.4 - Objective - Permissions maintenance

Datatel system users must be provided proper access to the system to be able to effectively do their jobs. It is not always easy for users to know what is needed or what is available so users have, in the past, been given to much access. In some cases users do not have enough access to perform functions they need to perform and are, therefore, crippled.

Priority Rank:

4

Original Start Date:

09/01/2012

Original End Date:

06/30/2013

Revised Start Date:

09/01/2012

Revised End Date:

06/30/2013

Responsible Person:

User Liaisons

Strategic Direction:

None

Impact Type:

-- Pick One --

Actions/Activities:

1.4.a1 - Re-Vamp permissions

DCS must re-vamp the permissions granting process, as well as the current permissions classes, to ensure this does not continue to be a problem.

Start Date:

06/01/2012

End Date:

09/01/2012

Responsible Person:

Director

Status Code:

Objective was Removed

Progress Description:

This objective was removed for now.

Measurements/Documentation of Progress:

This objective was removed for now.

2 - Goal - Quality, timely and accurate project implementation

Because most processes in business today interact in significant ways with technology, delays in implementing new systems, or systems updates, can have major negative impacts on employees' ability to perform work, or the District's ability to meet mandated requirements. Since technology projects make these updates available and project management is the control mechanism to ensure projects are done well and efficiently, lack of a structured management process generally will equate to poorly done and implemented projects. Thus, this goal requires an underlying project management structure with staff trained in its use and in the toolsets needed to meet project goals and milestones

Priority Rank:

2

Objectives:

2.1 - Objective - Implement structured project management

A standardized project management approach to project implementations ensures that all projects are approached, controlled, and implemented the same way. This allows you to manage expectations, communicate effectively, and complete work with a high degree of accuracy. Implementing a standard methodology would ensure the campuses are involved when necessary and are prepared up-front for that involvement.

Priority Rank:

2

Original Start Date:

01/01/2012

Original End Date:

09/01/2012

Revised Start Date:

01/01/2012

Revised End Date:

09/01/2012

Responsible Person:

Director

Strategic Direction:

None

Impact Type:

-- Pick One --

Resource Requests:

2.1.r1 - Project Manager

Description

A person with project management experience whose primary function is coordination of all projects and projects requests is needed as this is a critical function that needs focus.

Rationale

This function is now being preformed by all project staff as an added function to their primary jobs and it isn't working well. As a result, project management work is not maintained well with the result that project execution is delayed for many projects.

Resource Type:

Ongoing

Expenditure Category:

Personnel

Funded:

No

Funding Source:

N/A

First Year Cost/Savings:

$108,000.00/$0.00

Second Year Cost/Savings:

$110,000.00/$0.00

Third Year Cost/Savings:

$113,000.00/$0.00

Actions/Activities:

2.1.a1 - Project documentation

Define, build and continuously improve a standardized set of documents to be used for project management including, but not limited to: scope, specifications, risk management, change management, startup and shutdown checklists, resource requirements, milestone definitions, etc.

Start Date:

03/01/2012

End Date:

07/01/2012

Responsible Person:

Director

Status Code:

Work is Completed and Ongoing

Progress Description:

A project prioritization process was created and implemented in 2012-2013. See attached documentation.

Measurements/Documentation of Progress:

We have successfully had 3 project priority cycles. Due to the new processes, we have already identified the need for 2 more senior programmer / analyst positions.

We have documented a 'project prioritization' process, that utilized project management methodologies.

2.2 - Objective - Staff development

Staff, both technical and user, must be trained, to understand, work with, and accept the structures surrounding standardization of project management processes.

Priority Rank:

1

Original Start Date:

04/01/2012

Original End Date:

04/01/2014

Revised Start Date:

04/01/2012

Revised End Date:

04/01/2014

Responsible Person:

Director

Strategic Direction:

None

Impact Type:

-- Pick One --

Actions/Activities:

2.2.a1 - Find staff training funding sources

Work to find and establish staff training funding sources to allow for funding training for both technical staff and users.

Start Date:

04/01/2012

End Date:

04/01/2014

Responsible Person:

Director

Status Code:

Objective was Removed

Progress Description:

This object has been re-purposed under the goal: 'Employee Maintenance'

Measurements/Documentation of Progress:

This object has been re-purposed under the goal: 'Employee Maintenance'

2.2.a2 - Staff investment

Find ways to get staff (technical and users) invested in the processes. This may be achieved through querying individual users, committees, departments, or other user groups

Start Date:

04/01/2012

End Date:

04/01/2014

Responsible Person:

All

Status Code:

Objective was Removed

Progress Description:

This object has been re-purposed under the goal: 'Employee Maintenance'

Measurements/Documentation of Progress:

This object has been re-purposed under the goal: 'Employee Maintenance'

3 - Goal - Employee Maintenance

This goal relates to the maintenance of employee job satisfaction, ability to perform job functions, and overall departmental operations efficiencies.

Priority Rank:

1

Objectives:

3.1 - Objective - Reclass UL Position

Working with HR, the job, title and compensation for the UL class needs to be reviewed and adjusted to meet current operational necessities. (The process has started- just needs to be completed)

Priority Rank:

1

Original Start Date:

03/01/2011

Original End Date:

06/30/2012

Revised Start Date:

03/01/2011

Revised End Date:

06/30/2012

Responsible Person:

Director & HR

Strategic Direction:

None

Impact Type:

-- Pick One --

Actions/Activities:

3.1.a1 - Rehires

This is just a note about rehires that the District needs to take under advisement. We have had a DBA position open for a year and a half. It has taken that long to re-vamp the job description and get the posting done. The majority of that time has been spent getting the job description through CSEA. During most of that time the Director had to ask HR what the status of the position was. It is still open and the status is unknown as of the writing of this activity (March 16, 2012).

This has had a major impact on the ability of DCS to function. If this is happening elsewhere this is a huge problem for the District that needs to be corrected.

Responsible Person:

Director

Status Code:

Objective was Removed

Progress Description:

This object has been re-purposed under the goal: 'Employee Maintenance'

Measurements/Documentation of Progress:

This object has been re-purposed under the goal: 'Employee Maintenance'

4 - Goal - HR & Finance Systems Consolidation

The District needs to get off the county HR and Finance systems and consolidate these systems under one system with the SIS. Each system should be implemented separately so as to not impact operations over much. Note that these implementations should be done with the assistance ont he project teams of outside (vendor) consultants. However, the project teams will also require staff from the affected departments as well as staff from DCS. Since DCS is a common denominator, it would be best to implement the applications consecutively instead of concurrently.

Priority Rank:

1

Objectives:

4.1 - Objective - Consolidate HR from County to Colleague.

Purchase Datatel HR application and implement to consolidate with student information system (SIS). This is at least a year long project- more likely 1 and 1 half years.

Priority Rank:

1

Original Start Date:

07/01/2012

Original End Date:

12/31/2013

Revised Start Date:

07/01/2012

Revised End Date:

12/31/2013

Responsible Person:

Project Team

Strategic Direction:

None

Impact Type:

-- Pick One --

Status Code:

Objective was Removed

Progress Description:

Attempts were made to consolidate HR, but multiple items include budget could not be resolved this time around.

Resource Requests:

4.1.r1 - UL

Description

Hire a new User Liaison to support the HR and finance applications (assigned to District support)

Rationale

Bringing the HR and Finance systems in-house will require additional support services. Hiring a new UL will allow for support on new applications while freeing the existing District-assigned UL to concentrate on MIS, IPEDS and other outside system interfaces.

Resource Type:

Ongoing

Expenditure Category:

Personnel

Funded:

No

Funding Source:

N/A

First Year Cost/Savings:

$54,000.00/$0.00

Second Year Cost/Savings:

$55,000.00/$0.00

Third Year Cost/Savings:

$56,500.00/$0.00

4.2 - Objective - Consolidate Finance from County to Colleague.

Implement Datatel's finance application including A/R, A/P, Budgetting, Payroll, Fixd Assets to replace county systems. This may take up to 2 years to implement.

Priority Rank:

1

Original Start Date:

01/01/2014

Original End Date:

01/01/2016

Revised Start Date:

01/01/2014

Revised End Date:

01/01/2016

Responsible Person:

Project Team

Strategic Direction:

None

Impact Type:

-- Pick One --

Status Code:

Objective was Removed

Progress Description:

Attempts were made to consolidate Finance, but multiple items include budget could not be resolved this time around.

11. Process and Participants

Describe briefly the main steps of the process that produced this report.

List the name and function of each participant in that process.

Include as many members of the unit as possible in the preparation and/or review of this document. It should not be the product of the manager alone or of a small proportion of unit members.

Describe the plan for future assessment cycles, particularly if not all measures were applied in current cycle.

Process:

A survey was conducted and released to the staff, faculty and students of the district and colleges, in February 2013, who were asked to provide feedback.

Information was updated, by the interim director, based on the review of the feedback, and based on the recent team restructuring.

Due to poor planning, a formal review by department staff was not possible, but some discussions and review of document was done.

Plan members:

Cory Brady (Interim Director of Administrative Application Systems)

Operations

Mike Tran (Senior Programmer/Analyst)

Arlene McGowan (System Analyst)

DyAnn Walter (User Liaison)

Special Projects

Carol Hannon (User Liaison)

Mandates/Reporting

Joyce Bond (Senior Programmer/Analyst)

Dianna Jones (Data Analyst)

Plan for future assessment of Program Review:

Future program review, which is done annually, will be started 2 months in-advance of its deadline, to allow time for proper department staff review and follow-up.

A mid-year program review will be scheduled in July, to properly reinforce the completion of the objectives.